Digital

The changing market for food delivery

The business of delivering restaurant meals to the home is undergoing rapid change as new online platforms race to capture markets and customers across the Americas, Asia, Europe, and the Middle East. Although these new Internet platforms are attracting considerable investment and high valuations—already, five are valued at more than $1 billion—little real knowledge about market dynamics, growth potential, or customer behavior exists. Research from McKinsey, based on a six-month study covering 16 countries around the globe, provides insight into this fast-changing market.

Advanced Analytics

Making data analytics work for you—instead of the other way around

The data-analytics revolution now under way has the potential to transform how companies organize, operate, manage talent, and create value. That’s starting to happen in a few companies—typically ones that are reaping major rewards from their data—but it’s far from the norm. There’s a simple reason: CEOs and other top executives, the only people who can drive the broader business changes needed to fully exploit advanced analytics, tend to avoid getting dragged into the esoteric “weeds.” On one level, this is understandable. The complexity of the methodologies, the increasing importance of machine learning, and the sheer scale of the data sets make it tempting for senior leaders to “leave it to the experts.”

Städte

Urban world: Meeting the demographic challenge in cities

Cities have powered the world economy for centuries. Large cities generate about 75 percent of global GDP today and will generate 86 percent of worldwide GDP growth between 2015 and 2030. Population growth has been the crucial driver of cities’ GDP growth, accounting for 58 percent of it among large cities between 2000 and 2012. Rising per capita income contributed the other 42 percent.

However, the world’s cities are facing more challenging demographics, and the days of easy growth are over. In the past, city economies expanded largely because their populations were increasing due to high birthrates and mass migration from rural areas. Both of those sources of population growth are now diminishing. Global population growth is slowing because of declining fertility rates and aging. At the same time, rural-to-urban migration is running its course and plateauing in many regions. How cities adjust to the new reality is important not only for their prospects but also for those of nations that will continue to rely on thriving cities for rising prosperity.

Mobilität

An integrated perspective on the future of mobility

What will be the future of urban mobility? A new report, An integrated perspective on the future of mobility, a collaboration between Bloomberg New Energy Finance and McKinsey, seeks to answer that question. To do so, it explores how a number of existing social, economic, and technological trends will work together to disrupt mobility at the local level.

The result is a radically different future based around three models of advanced urban mobility that are achievable by 2030. Inevitably, individual cities will make different decisions, based on specific local conditions, and go in different directions—and, globally, mobility systems in 2030 will on average look very much like they do today.

Risiko-Management

The silver lining: Converting stress-test tools to strategic assets

Regulatory mandates imposed on financial institutions over the past decade have prompted banks to make major investments in financial and managerial resources to develop new capabilities, processes, and infrastructure. While these mandates have resulted in higher capital requirements and compliance costs, our new report, The Silver Lining: Converting Stress-Test Tools to Strategic Assets, explains how banks can use the tools they have developed to make better long-term strategic choices and more informed business decisions that could boost financial performance.

Risiko-Management

The future of bank risk management

The risk function will have a dramatically different role by 2025. To get there, needed changes will take several years, so time is already short. The actions recommended here can equip the risk function with the capabilities it needs to cope with new demands and help the bank to excel among its competitors.